saurabh mahajanPMP, ITIL, PRINCE2| vodafonePune, Maharashtra, India
In my view project management is science and a function in itself. It requires special skills , knowledge to make project a success.
However, from last few days I am wondering if a project manager should also be technically strong person ? Saving Changes...
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shashikant parasharSr. Project Manager | Agile Practitioner.| IBM India Pvt. Ltd.Bangalore, Karnataka, India
As per me, not required to be technical but good to know the technology on which project is based and this is one way to get involve with the team. Saving Changes...
I dont think PM should be technical but he needs to be very strong in PM skills like soft and hard. A strong and capable technical team is required Saving Changes...
Thanks for your answer, I agree with you PM should have at least an overview about technical requirement and team should be the "ninjas"
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Not at all. But it does not mean that she/he must not have knowledge about the field. When a project start the project manager must understand the domain (key terms, process, stakeholders), the environment (the market and the business field) but it has not to be a subject matter expert. Saving Changes...
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
@Saurabh, Though the majority says Technical skills (Strong) its not required. In practical it is veryt much required to evaluate the Estimates and Govern the team, otherwise i have seen PM just being Middleman in between Team and Client.
If PM has to challenge the team and architects, he should be sound.
To go futher - I dont see any oppourtunities for Plain Project Manager, People ask for Techinically Sound Project Manager.
Hope this helps.
Thanks. Ganesh Saving Changes...
Dominic LawProduct Manager| PCCW GlobalHappy Valley, Hong Kong
This is a much arguable question especially when looking for a project manager job!! I see it always an advantage if the PM has experience in that field, but not necessary be "strong". The tasks that require strong technical knowledge should be left for the technical experts. The PM should have the strong project management skills of course. Saving Changes...
I have been doing an R&D project in the steel industry and I'm not technically strong in that field. Although I have brilliant engineers who know their stuff, I am responsible for making decisions, pulling back the team into the right direction, approving additional costs and managing the suppliers. I do this by getting involved in the design aspect only to a certain level. I don't need to be technically strong to make decisions because most of my decisions are based on
1. Are we going in the right direction?
2. Is this task adding value to the project?
3. What are the risks involved and how can I mitigate them?
4. Does this fit into the big picture?
I think a technically strong PM is better than a non-technical PM but if a PM knows project management, then he can do any technology project in the world. However, that PM would have to understand some basics in that domain (so that he can speak their language) before trying to manage the project and must view each technical task as part of the big picture.
When I started my R&D project, I created a project map (basically like a sequence diagram) which showed all technical packages and how they were interlinked. I did this just by asking the right questions. I did it for my own understanding, but now, the engineers use the project map to keep track of the big picture.
I may probably write an article about managing R&D projects at some stage.
However, hope my view helps until then.. Saving Changes...
Anser MehmoodCEO| Daad Group Of CompaniesRiyadh, Saudi Arabia
I Think It is not important and mandatory to be a technical expert but if a PM technically sound he will be able to identify risks in depth and the success of the project can be assured having technically knowledge.
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Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Not at all.
A project manager has to setup a team, including technically savvy people, and enable that team to excel by leading it, not doing the work for it.
If it is a part-time project manager, it sometimes happens, but it puts extra burden on the project manager, as the individual now has to shift between 2 roles. And multitasking is bad, really. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
@Ganesh, to your point of is there a market for the pure project manager? Yes, it is. And I see it growing.
I agree that there are many immature companies out there, who have not got the message yet of the value of project management, and yes, they also require candidates to fill 2 (or better 3 if you see the requests) roles with the job. What they get is a sub-optimal project success and solutions. And they stay immature and do not become leaders.
Leaders, as research has shown, have a high maturity in project management, a PMO, and have benefits management in place - they achieved that by a healthy risk appetite and the courage to change. Saving Changes...
